@phdthesis{Fawaz2019,
  author    = {Fawaz, Emadeldin},
  title     = {The interactive effect of visionary leadership and leader prototypicality on team outcomes},
  school      = {Universit{\"a}t Potsdam},
  pages     = {134},
  year      = {2019},
  abstract  = {A new model that links visionary leadership with team performance is postulated. It is proposed that leader prototypicality will negatively moderate the effect of visionary leadership on team goal monitoring and performance. This model underlines that teams will compensate for the less prototypicality of a visionary leader by engaging in more goal monitoring, which is a process that is conducive to team performance. A field study included 60 teams, 180 individuals, and 60 team leaders was conducted in Egypt. Parameters were collected on the individual level. Aggregation measures (rwg, ICC1 \& ICC2) were acceptable and the averages were calculated for each team. The proposed three-factor model exhibited a reasonable fit to the data, χ2(130) = 259.93, p-value0.01; CFI = 0.90; and RMSEA = 0.13). The hypothesized negative moderation effect of leader prototypicality on the relationship between visionary leadership and team goal monitoring was statistically significant (-0.16; s.e.= 0.06; t = -3.13; p <0.01; 95\% CI: -0.31, -0.07). Results showed a significant index of moderated mediation (-0.07; s.e.= 0.05; 95\% CI: -0.20, -0.01). As predicted, the indirect effect of visionary leadership on team performance mediated by team goal monitoring was more strongly positive when leader prototypicality was low (b = 0.27; s.e.= 0.16; 95\% CI: 0.04, 0.68), rather than high (b = 0.13; s.e.= 0.10; 95\% CI: 0.01, 0.45). A proposal for extending the dimensions of identity-based leadership is discussed. This dissertation makes four significant contributions to theory and research on leadership. First, the main contribution of this research lies in showing that visionary leadership is more strongly positively related to team performance when leader prototypicality is low, rather than high. Second, this dissertation provides a contribution toward overcoming the fragmentation in the leadership literature by desegregating the literature on visionary leadership and leader-team prototypicality. Third, team goal monitoring as a mechanism that explains the interactive effects of visionary leadership and leader prototypicality on team performance was identified. Fourth, this study tests the postulated research model in Egypt, a culture that has in the past received scant attention.},
  language  = {en}
}